Despite new technologies delivering a myriad of benefits, the rate of construction technology adoption remains sluggish
Digital transformation has shown its ability to reshape every corner of industry. Streaming platforms, fin-tech apps and the rise of E-commerce – each have given birth to entirely new business models, shaking up the long-established status quo. The same is happening in construction – a sector on the precipice of its own digital revolution.
However, the construction industry is notoriously ‘behind the curve’ in terms of digital transformation, particularly when compared to other major industries.
To put it into context, a recent report by Mckinsey and Company placed construction in the ‘lower rungs’ of digitisation, some 15% less than other leading industries, such as financial services. The issue is that widespread transformation couldn’t come soon enough.
Fear of construction technology adoption
Part of the reason lies in a fear of engaging with tech. Often, the ambition for digital transformation is there, yet business leaders lack the confidence and know-how to make meaningful change.
This is entirely understandable, particularly in construction, where many senior leaders have earned their stripes on-site, rather than behind a computer screen. However, in today’s digital age, we need to see a shift in this mindset.
The digital train is fast approaching and those that fail to get on board will soon be left behind.
This means embracing digital technologies and actively understanding them on a deeper level, such as the use of digital twins and BIM objects in the design process, or cloud based design tools that utilise product and sustainability data.
Of course, the pay off for these efforts can be huge. Not only can it deliver long-term prosperity and business security but depending on the size of the organisation, can yield millions in increased profits each year.
So, how can ‘non-techy’ businesses make the leap?
A strategic roadmap to construction technology adoption
Any digital transformation requires strategic foundations.
- Challenges – What hurdles are facing your business and how can these be overcome? Would you benefit from a greater use of data, insights and decision-making tools?
- Competitors – Analyse your competitors, what are they doing and how do you differ? Will your transformation efforts be an attempt to catch up or to exceed? How quickly can it be done? Do you have the right skills to achieve it?
- Deliverables – Do you understand the deliverables of your digital transformation? The timeframe, cost, return and timings should be clear. Starting small is the best route to success, look for low-hanging fruit.
- Skillset – Are the skills needed to achieve your digital transformation readily available? If the answer is no, how can you obtain them? Can you do this whilst running existing operations?
- Change – Is your business ready for change? Is your company culture forward-thinking? If not, what steps or influencers can you use to secure buy-in?
Data-driven decisions
Any business looking to adapt with technology also needs to be driven by data. Used properly, it can highlight both shortfalls and successes and companies should be guided by it.
Whilst there are many types – market data, operational, customers and sales data, each has something to offer. Initially, businesses should invest in Business Intelligence (BI) tools that use current or historic data to extract patterns or trends.
Over time, construction businesses should take a more advanced approach. ‘Big data’ is one – using specialised tools and techniques to analyse vast amounts of data. This can be used to predict future outcomes, identify opportunities, detect risk and gain the edge over competition.
Of course, getting to this point requires sophisticated tech infrastructure such as working in the ‘cloud’, as well as AI (artificial intelligence) and machine learning. However, as a bare minimum, construction leaders should be investing in basic BI tools.
Construction leaders must get to grips with tech
Whilst the idea of a ‘digital transformation’ can seem a daunting prospect, it is achievable if you adopt the right strategy. How a company defines this will be unique to each business and everyone’s journey is different.
However, construction must become more proactive in its approach. Using a ‘thousand-day plan’ framework, broken down into 100-day chunks with their own set of goals and deliverables, can help to maintain momentum.
Beyond the obvious financial benefits, construction must pick up the pace to meet wider goals. The need to meet strict sustainability targets and understand the changing regulatory landscape are just two of the most pressing issues.
Undoubtedly digital technologies have the means to support the industry in meeting these challenges, and so it’s high time that construction’s leaders grasped the digital nettle, even if it stings.
Russell Haworth
NBS CEO
UK CEO at BYGGFAKTA
